Institute for Healthcare Improvement – Model for Improvement
Institute for Healthcare Improvement – Model for Improvement
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|The Model for Improvement,* developed by Associates in Process Improvement, is a simple yet powerful tool for accelerating improvement. The model is not meant to |
|replace change models that organizations may already be using, but rather to accelerate improvement. This model has been used very successfully by hundreds of health|
|care organizations in many countries to improve many different health care processes and outcomes. |
|The model has two parts: |
|Three fundamental questions, which can be addressed in any order. |
|The Plan-Do-Study-Act (PDSA) cycle** to test and implement changes in real work settings. The PDSA cycle guides the test of a change to determine if the change is an|
|improvement. |
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|Including the right people on a process improvement team is critical to a successful improvement effort. Teams vary in size and composition. Each organization builds|
|teams to suit its own needs. |
|Forming the Team |
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|Setting Aims |
|Improvement requires setting aims. The aim should be time-specific and measurable; it should also define the specific population of patients that will be affected. |
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|Establishing Measures |
|Teams use quantitative measures to determine if a specific change actually leads to an improvement. |
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|Selecting Changes |
|All improvement requires making changes, but not all changes result in improvement. Organizations therefore must identify the changes that are most likely to result |
|in improvement. |
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|Testing Changes |
|The Plan-Do-Study-Act (PDSA) cycle is shorthand for testing a change in the real work setting — by planning it, trying it, observing the results, and acting on what |
|is learned. This is the scientific method used for action-oriented learning. |
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|Implementing Changes |
|After testing a change on a small scale, learning from each test, and refining the change through several PDSA cycles, the team can implement the change on a broader|
|scale — for example, for an entire pilot population or on an entire unit. |
|Spreading Changes |
|After successful implementation of a change or package of changes for a pilot population or an entire unit, the team can spread the changes to other parts of the |
|organization or in other organizations. |
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|Sources: |
|*Langley GL, Nolan KM, Nolan TW, Norman CL, Provost LP. The Improvement Guide: A Practical Approach to Enhancing Organizational Performance. |
|**The Plan-Do-Study-Act cycle was developed by W. Edwards Deming (Deming WE. The New Economics for Industry, Government, Education.). |
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|[pic]Forming the Team |
|[pic]Setting the Aim |
|[pic]Establishing Measures |
|[pic]Selecting Changes |
|[pic]Testing Changes |
|[pic]Implementing Changes |
|[pic]Spreading Changes |
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